Structuring an ECM Programme for Sustainability. Richard Higgs. ASAUDIT ECM SIG & Information Worker Session. May 2012

Transcription

1 Structuring an ECM Programme for Sustainability Richard Higgs ASAUDIT ECM SIG & Information Worker Session May 2012 COPYRIGHT: Attribution- NonCommercial-NoDerivs 2.5 South Africa (CC BY-NC-ND 2.5)

2 Preface: What is ECM? Enterprise: for the whole organisation, across and between all departments, functions and silos; any piece of content is an enterprise asset: it belongs to the whole organisation. Content: information that is produced to flow into, around and out of the organisation, embedded in one or more formats; all channels and formats: electronic and print; structured or unstructured information BUT independent of format: what the format contains, not what it is. Management: governance, processes, structures, resources and systems (not just IT systems) oversight, co-ordination and monitoring risk, security and compliance - 2 -

3 Overview 1. Why this topic? 2. What do we mean by ECM Structure? 3. The risks of IT-driven ECM 4. Responsibilities of the ECM Team 5. Functional responsibilities (example) 6. What are the short-cuts? 7. What to avoid - 3 -

4 Why this topic? Inspired by a discussion on LinkedIn: most respondents only dealt with IT structures Continued focus from Gartner on ECM as a set of IT capabilities Continued IT focus and driving of ECM (sales and implementation) Information is an institutional asset (cf: buildings, people, finance), not an IT asset Popularity of SharePoint and historical predominance of IT focus for SharePoint implementations Growing awareness (especially in SharePoint) about the need for broader spheres of governance, different roles, etc. Failures and comparative failures of ECM projects and initiatives The IT is the easiest piece of ECM, but it gets the most attention Lack of skills and understanding in the industry (particularly content curatorship) Remember: Core focus of ECM is CONTENT, not TECHNOLOGY - 4 -

5 What do we mean by an ECM Structure? Project vs Program vs Initiative Roles & Responsibilities Ensuring governance, adequate Change Management and business buy-in Accounting for the full cost of (effective) implementation not just software and customisation Differing structures required for high-impact initiation and ongoing line-of-business Timelines, roadmaps and strategic direction Many requirements arise that are not within IT Project scope: These need to be addressed - 5 -

6 The risks of IT-driven ECM Change Management, strategic alignment, buy-in, information strategy & compliance, and communications strategy get left out of the picture. Very often, institutional repositories and teaching & learning content are forgotten Costs not reflective of full cost Operations and key owners see ECM as an IT initiative, not a business initiative. IT is threatening and incomprehensible Reinforces silos, rather than breaking them down Solutions reflect analysts and vendors sales strategy, not real business need Technology cannot automate most ECM activities (like metadata management), even if it can enable them IT people lack many of the required skills and mindsets for some of the activities (Communications, compliance, Process Management). Techies do not understand CONTENT - 6 -

7 What the team needs to do Define ECM Strategy, roadmap, policy etc. (not just IT), and align with organisational strategy (ECM strategy must guide IT strategy, not the other way around) Ensure up-front and ongoing compliance Content management: Sourcing, Editing, Publishing, and alignment of print & electronic communications strategy Content curatorship Communications and Change Management, Advocacy Information Architecture IT sourcing, development and support Process management, engineering and change Facilitate informed decision-making in all impacted areas Ensure academic information cycle is maintained (> Research > Teaching > Social Responsiveness >), as well as business information lifecycles (Technology can t do this) Manage project portfolio - 8 -

8 Responsibilities: Directorate/CoE Program Management Change Management Oversight (end-to-end view) Policymaking, Governance monitoring Guidance and advice Information architecture and core metadata management Co-ordination and facilitation Business Analysis (High-level) Curatorship services & support Academic research into ECM - 9 -

9 Responsibilities: IT IT Program Mgmt IT Project management Systems training IT landscape architecture Tech Solution design, customisation, support Business Analysis (tech) Systems Analysis

10 Responsibilities: Comms & Marketing Channel ownership, governance and management Content editorial management Messaging Visual architecture ownership and implementation Navigation Architecture ownership Responsibilities: Registrar, Secretariat, Internal Audit Legal compliance Archives Records Mgmt capability Operational advocacy & support

11 Responsibilities: Research Office Requirements ownership (specialist) Curatorship standards definition (specialist) Content Curatorship Responsibilities: Libraries Scholarly collections co-ordination and curatorship Metadata standards definition and custodianship

12 Responsibilities: Faculties and Ops Requirements ownership Content curation

13 What are the short cuts? There are none If you are going to invest in ECM, then you need to commit to the investment, beyond the IT investment Think of it as an ERP implementation But with much more complex data If tackling one capability at a time, know the big picture, roadmap and plan

14 Things to avoid Structuring your ECM Program as a system implementation Structuring your ECM Program around disciplines (RM, DM, WCM, DAM ) Allowing IT to run ECM as an IT project

15 Questions?